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David Brunt November 16th 2016
www.leanuk.org
Lean Learning Experiences
UK Lean Summit – Learning Lean, Lean Learning
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Lean Transformation Framework
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Process Improvement Continuous, real,
practical changes to improve the way the
work is done
Capability Development
Sustainable improvement capability in all people at all levels
Management System
Leadership
Basic Thinking, Mindset and Assumptions That drive this transformation
e.g. Respect, Challenge, Kaizen, Alignment, PDCA, Science, Gemba, Problem-Solving
Value-driven Purpose Situational Approach
What problem are we trying to solve?
What problem are we trying
to solve?
How do we do & improve the
work?
What is our basic
thinking?
How do we develop the capability?
What management system and leadership
behaviours do we need?
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Lean Transformation Framework Example
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Lean Transformation Experience So Far
We know lean will work anywhere! But – Not every organisation is successful In fact most probably aren’t!
Therefore (probably) the most important problem to solve is to understand: Why initiatives fail? Why implementation isn’t as fast as it
could be?
Finding out can only be learned by doing!
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Change: Right First Time, On Time
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Lean Transformation Experience So Far
The Kaizen Event Implementation of Tools Developing a Production System Training courses
Accompanied by Certification (&/or belts)
Benchmarking activities Certification & Accreditation – by looking at the level of implementation
Behavioural change Leadership training
Team leader development
Etc. etc.
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Solutions or Questions?
Can organisations implement lean by copying someone else’s solutions?
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Jidoka
-Andon
-Poka-Yoke
-Visual control
-5S, etc.
Just-in-time
-Flow production
-Takt time
-Pull system
Customer service
Continuous Improvement
Through People
Lead Time Cost Quality
Heijunka Standardized Work Kaizen
Equipment Stability
Goal: Highest Quality, Lowest Cost, Shortest Lead Time
Process Improvement Continuous, real, practical changes to improve the way the work is
done
Capability Development
Sustainable improvement
capability in all people at all levels
Management System
Leadership
Basic Thinking, Mindset and Assumptions That drive this transformation
e.g. Respect, Challenge, Kaizen, Alignment, PDCA, Science, Gemba, Problem-Solving
Value-driven Purpose Situational Approach
What problem are we trying to solve?
Change: Right First Time, On Time
www.leanuk.org
Why Lean Learning Experiences? Techniques System Thinking
Cherry-picking the tools is not enough
The tools comprise a system Focus on the flow of value to
create a system
A way of thinking underlies the tools and system
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Learn the thinking through doing
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It’s Time to be Explicit About the Gaps we have Between our Desired & Current State
When problem solving we define the gap(s) to close
What are the gaps we need to close to successfully improve? Knowledge of the work Skills & Capability Desired Behaviours Others?
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Current Knowledge
Desired Knowledge
Gap
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Cos
t
How do you Make a Profit? Cost + Profit = Price
Cos
t Pri
ce
Cost-Plus Price-Minus Profit = Price - Cost
Pri
ce
Cos
t P
rofi
t
Waste
Waste
Waste
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What is Your Philosophy of Efficiency?
100 Units
Apparent Efficiency
Current True Efficiency
120 Units
100 Units
100 Units
X 10 X 10 X 8
Apparent Efficiency vs True Efficiency
Local Efficiency vs Total Productivity
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Overproduction: The Worst Form of Waste!
= Making more than is required by the next process = Making earlier than is required by the next process = Making faster than is required by the next process
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Batching isn’t just bad, it’s EVIL!
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Lean Learning Experiences
Experience 1: Value Driven Purpose
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Value Driven Purpose Customer Fulfilment: The “Veronica Chart”
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Customer Fulfilment
Right first time, on time Clear link between Value (purpose) and problems End to end process focus (not point optimisation) Respect for the individual
Problems identified in real time (not through historical data capture)
Ensures “go and see” Small improvements (kaizen) to close the gaps
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Lean Learning Experiences
Experience 2: Understanding & Improving the Work
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The Case: Customer Arrival Grasping the Situation
Current Condition One entrance, one exit to the
workshop Long customer queue Service advisors go out to the
queue to get ahead 7 minutes to see a customer
What’s the Problem?
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Continuous Flow Processing Batch & Queue (Push) Processing
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Lead Time: 30++ minutes for total order. First part: 21 minutes
Continuous Flow “make one, move one”
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First Experiment: April 2015
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Experiment: May 2016
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Experiment: October 2016
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Summary: Understanding & Improving the Work
Focus on the work Experience the power of:
Observation to understand the problem The difference between value and waste Meeting the customer demand Limiting Overproduction One-piece-flow Improved layout – spaghetti charts Creating stability Standardised Work
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But Don’t Forget to Develop Capability
Knowledge of the work – value and waste To do the skill Promote kaizen Develop people Build teamwork A way to behave to get the best from people
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Two Stage Fixed Time Service
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Two Stage Fixed Time Service
In Station 1 the work on the floor is carried out in under a 10 minute cycle time (takt = 10 mins)
The vehicle then moves to Station 2 where the vehicle is raised and the remaining work is carried out
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Cycle Time Vehicles per Day Lead Time
Traditional Workshop Variable 4 to 5 One Day
(8 hours)
Fixed Time Service (FTS) 30 minutes 16 30 minutes
(60 including valet)
Two Stage (FTS) 10 minutes 48 20 minutes (41 including valet)
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What I Really Learned 18 Years after we did the 1st bay w ith 2 technicians on a car!
The power of deep observation Even when you have been doing something for years
Having the idea is worthless Implementing the idea is pretty worthless UNLESS – the people you are working with understand the principle you
are trying to teach THEREFORE – what I really learned is that we should try to create LEAN
LEARNING EXPERIENCES to teach principles rather than implement our ideas
Good lean learning experiences = good process If process is good then results can be good
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Implications
Lean teams have a great opportunity Instead of managing a programme and thinking you can roll
lean out, how can you create learning experiences for people so they can do lean themselves?
Managers have a great opportunity They can find themselves a teacher (internal or external) that
they can bounce ideas off and gain the confidence from to try something different
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David Brunt November 16th 2016
www.leanuk.org
Lean Learning Experiences
UK Lean Summit – Learning Lean, Lean Learning
27
